"In networks, cooperation is more important than collaboration. Collaboration is working together toward a common objective. This is what most workplaces are focused on. It is also what most managers focus on. Implicit in many workplaces is that if you are not focused on the objective at hand, you are not doing any real work.This emphasis on collaboration blinds managers. They cannot see the potential of social networks for enabling sense-making and knowledge-sharing. Many managers do not understand the value of cooperation, or sharing freely without direct reciprocity."
"Knowledge Management is not an end in itself, it is a means to an end, and the end is a more efficient, effective and productive organisation.The senior and middle managers in your organisation are not interested in Knowledge Management - only in what it can do for their part of the business.Therefore when we talk with the business stakeholders, we need to talk in their terms, and address the things they are interested in.Instead of talking to them about Knowledge Management, we talk to them about the following ; - Innovation - bringing together the knowledge of our people, as well as external knowledge, to build new ways of doing things, new products, and new lines of business. Here you use KM processes such as business driven action learning. - Collaboration - bringing together knowledge from different parts of the business to develop better ways of working - using the knowledge we already know, but which is scattered and siloed. Here you use KM processes such as communities of practice. - Knowledge to the front-line - arming our customer-facing staff with the knowledge they need to close the deal, or delight the customer. Again communities of practice are important here, and effective knowledge bases. - Harmonising the way we work - comparing and learning from the disparate practices across the organisation, to find the ones that work best in given circumstances. Here you use KM processes such as Knowledge Exchange. - Learning from Experience - ensuring our projects and business activities do not repeat the mistakes of the past, but build on the successes. This is the whole area of project-based learning. - Stemming the brain-drain - addressing the risk of loss of critical knowledge and capability as people retire. Here you use KM processes such as Knowledge Retention. - Speeding up the learning curve - either for new-hires coming into an expanding business, or for new areas of the business (new markets, new products, new geographies). This will require a combination of many of the KM approaches above.Read more: Knoco stories: Talking to the business about Knowledge Management http://www.nickmilton.com/2013/11/talking-to-business-about-knowledge.html#ixzz2k3rzRUQQ"
"In my career so far, I have come across a lot of confusion about the terms Knowledge Management, Document Management and now Social Collaboration. Of these the latter is of course the newest, but the other two are still essential disciplines for any organisation to get a grip of if it intends to become smarter, leverage its staff better and unlock the competitive potential it has.
There are many definitions of these terms out there on the internet and in published literature and I am not about to argue with any of them. Suffice to say, that Document Management has been with us since we started scratching stuff on tablets of stone. Knowledge Management is a much more cerebral pursuit where the organisation seeks to control and access the information held in the data their document management system provides them with. Oh, and the social collaboration thing? Well, that’s just Facebook and the likes, isn’t it? No."
Besides obvious trends such as that the amount of knowledge work is increasing in developing countries, that knowledge work is becoming more critical to the performance of organizations, and that knowledge work is becoming more complex, collaborative and dependent on our ability to be creative as individuals, there are a few other trends that I have seen become stronger lately and that I would like to highlight in this post.1. Social technologies have become boring2. Collaboration is the new black3. Knowledge management is back"
by Naguib:"Design thinking is a process of integrative thinking, a process rooted in the ability to examine and exploit opposing ideas and constraints to create solutions"- Tim Brown, IDEO.According to Brown, designthinking has 3 main attributes: it is1. human centered2. collaborative and participatory; and3. driven by experimentationThe process begins with a single query: “What is the question that we are trying to answer?”
Via Karen du Toit
" In this article I’ve described how Expertise Sharing and Location can add important dimensions to your organization by applying the combination of tacit and explicit. The key for your organization is toembed social collaboration into the business processes you run and then applying those social interactions to help drive better business outcomes. Expertise Location is just one of many tools to help unlock that potential."
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